Categories

Meta

Training at work – What training is and what it is not

The ability to show the similarities and differences in the training and development opportunities of others is useful for training in the group and your company. You can find that if your people are unclear about any dominant goals and have confused it by telling instructions or advice, they may not participate as you please.

Training is …

Training is about helping people leave their comfort areas. By definition, we work in our comfort area when we perform tasks and activities that we find reliably easy and simple. Many would argue that there is nothing wrong with people working in the comfort zone, as the job is done and not everyone who is hell is bent on climbing the dirty pole following a presentation. This is true, but it's less true than once. During these temporary times, the nature of work that people do, even when it is not, changes and we are committed to helping our teams constantly update their skills and knowledge. Too often, we get it bad and quickly get people out of the conservation area to panic the area without knowing the learning area.

Training is about giving out possibilities. As coaches, we expect people to get equipment and a hard connection to everything they need to succeed. The coaches and technicians we will investigate later are about removing the obstacles to the potential. Thus, you can consider training as more concerned with drawing than inserting.

Most traditional training and development aims to teach people. skills and knowledge they need to perform. Training follows this and focuses on giving people the opportunity to develop their knowledge and skills; to access them, even when they are under pressure and to apply them in various circumstances. Training is focused on helping others learn as this is a very enduring achievement and one who creates independence.

As it is good, training will be inspiring and fun for coach and coach. The coach will get his skills from observing that the people flourished and notice the joy people feel as they grow, develop, solve and use within training. In working conditions, training needs to be effective. There are goals to be achieved, sales needed to be done, costs needed, customers to serve, changes to be made, policies to be implemented and so on. It's only because training has proved such a successful contribution to this end that it has endured and did not fall away in a way like so many fads. But training is also targeted by people; Finally, there are people who perform (or not) and we must accept that people come with feelings, hopes and fears, emotions, etc. And that some approach to dealing with people who ignore this fact is doomed to fail.

Training is not …

tell people what to do and how to do it, which is more like teaching or guiding. That's not to say there's never a place to say & # 39; In a workgroup, it's just that we should not call it training. It may be that if someone is new to the team or just generally cheap, our management style needs to be involved in telling more at the beginning. But when the people we work with have decent knowledge and skills, the complaint will be productive because the same people will only use their knowledge and skills as they can and seek to take advantage of a little initiative and independence. If we continue to say, we instinctively instinctively end up with a frustrated group of "yes men". We can use training to help people develop their knowledge and skills in their own way and encourage them to develop further.

Training is not about offering unnecessary comments. Many of the organizations I work with claim to have set training set up but are mystified with patchy results. A further test reveals what is happening in the name of training in anything but. Employees are seen in action and then a manager or so-called coach – usually a clever clipboard – is taken by them to a private room and runs through a list of mistakes made or opportunities missed. This kind of impatient response is more harmful than good and at worst it can cause frustration and desire to take revenge or get managers back. Trainers, on the other hand, would offer feedback without justice and put much more emphasis on what the employee had noted in the relevant relationship.

As a coach you are not required to save people and have all the answers. This is an easy trap to fall for an inexperienced coach and creates great pressure. It may be that since a long training call or their order is a problem unresolved or the coach is no longer in progress. This does not mean that the training did not respond to & # 39; or even a coach did something wrong. I relieve stress: training is not a magic world to cure all occupational accidents. Some practices are complex, multifaceted and not easy to solve. Someone who your coach may have given up in the spirit if he is out of body and set out to reach the highest level of coach. You can be sure that a part of the appropriate training can not do harm and will usually make at least some good.

Training is certainly not only for poor performers and putting such a mistake. A certain way to kill training in its birth in an organization is to introduce it to a performance management system or clinical approach. In turn, to promote training by encouraging those who are already playing, further develop positive marks and posture training as well as progress; regardless of where you start.